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Achieving superiority in product and customer performance through marketing and innovation resource-capability combinations


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Sok, P 2012 , 'Achieving superiority in product and customer performance through marketing and innovation resource-capability combinations', PhD thesis, University of Tasmania.

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No thesis abstract available. This abstrasct is from the published article that comprises parts of chapter 1-6:

Firms are increasingly identifying new avenues to enhance their market position. One such effort involves the firms' ability to continuously learn. Learning has the capacity to enable firms to develop and implement more efficient and effective innovation-focused strategies, resulting in the ability to develop and deliver more products in a timelier manner. This study tests the relationship between innovation resource–capability complementarity and innovation-based performance. This study further elaborates that while innovation resource–capability complementarity drives innovation-based performance; their relationship will be enhanced via the firms' possession of superior learning capability. The findings show a significant effect of innovation resource–capability complementarity on innovation-based performance. The results also show that firms that possess superior learning capability are willing to question their operational processes and routines and make adjustments following the feedback obtained from customers and channels; thereby enhancing their abilities to develop more new products and increase their speed in delivering products to the customers.

Item Type: Thesis - PhD
Authors/Creators:Sok, P
Keywords: resource capability, combination, innovation, marketing, social ties, stack resources, product performance,customer performance
Copyright Information:

Copyright 2012 the author

Additional Information:

The publisher of the paper: Sok, P., O’Cass, A., 2011. Achieving superior innovation-based performance outcomes in SMEs through innovation resource-capability complementarity, Industrial marketing management, 40(8), 1285-1293, comprising parts of chapters one to six of this thesis, holds the copyright for that content, and access to the material should be sought from Industrial marketing management. Those chapters have been removed from the accessible thesis PDF

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